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Learning objectives
Appreciate the ROLE of new service and product
development as the lifeblood of an organisation
Identify the alternative STRATEGIES in service and
product innovation
Differentiate between LONG-TERM and TACTICAL
programmes
List the STEPS involved in designing and developing
services and products
Select from and use a range of TECHNIQUES related
to service and product design
Lecture outline
INTRODUCTION
DESIGNING and DEVELOPING services and products
TECHNIQUES for improving design
Critical REFLECTIONS
SUMMARY
Can they be
DESIGNED and DELIVERED?
TACTICAL
PROGRAMMES
DAY-TO-DAY
- Design
- Develop
- Launch
Figure 3.1 The design and development process for services and products
Generating ideas
Screening ideas
Feasibility study
Preliminary design
and development
Testing prototypes
FINAL DESIGN
73
Sales (s)
Introduction
Growth
Maturity
Saturation
Decline
Time
stage provides insights into the spread of sales by phase, future sales patterns and the
levels of new services/products that need to be targetted in the future. Also, different
strategies are more relevant to one cycle stage than another. For example, an applications-oriented strategy is appropriate in the mature stage by increasing the level of
customization through offering modifications to existing services/products in order to
serve particular market segments, whereas an emphasis on reducing costs and keeping
designs fixed is most appropriate in the saturation phase of a typical cycle.
Portfolio analysis provides another way of helping companies to look forward and decide
Restaurant
IMPLICIT benefits
Supporting structural
FACILITIES
ISSUES
Restaurant
Critical reflections
Innovation starts with understanding the CUSTOMER
Encouraging CREATIVITY is only part of the solution
Need to clearly link INNOVATION with corporate
SUCCESS
Innovation concerns NOT ONLY R&D, but all aspects
of a business
Need to CONTINUALLY look to improve and develop
services and products
Innovation involves EVERYONE and covers
EVERYTHING
Summary
New service and product INTRODUCTION
- Lifeblood of a business
INNOVATION concerns
- Breakthrough and incremental developments
Revision questions
1 The third step in designing and developing services
and products is:
a) Generating ideas
b) Testing prototypes
c) Feasibility study
Revision questions
2 A purpose of testing prototypes is to:
a) Eliminate those ideas that do not appear to have
high potential
b) Understand whether customers will buy the
service or product
c) Illustrate the aesthetic dimension and check the
functionality of an idea
Revision questions
3 If the cash generated is greater than the cash used
by a service or product it is considered to be a:
a) Cash cow
b) Star
c) Dilemma
Revision questions
4 Which of the following is NOT an operations
technique or approach related to design:
a) Quality functional deployment and the house of
quality
b) Statistical process control
c) Taguchi method
Revision questions
5 An example of an advantage of variety reduction is:
a) Reduced inventory
b) Reduced operations runs
c) Increased down-time through more changeovers
Learning objectives
Recognise the TECHNICAL and BUSINESS
requirements to be met when delivering services
Understand the CHARACTERISTICS of service
operations
Identify the CATEGORIES of service and TYPES of
service delivery system
Explain how to DESIGN service delivery systems
Understand how IT impacts service delivery
Lecture outline
INTRODUCTION
Factors affecting SERVICE DELIVERY design
DESIGNING the service delivery system
Critical REFLECTIONS
SUMMARY
SERVICE
COMPLEXITY
THE
MARKET
NUMBER OF STEPS
TECHNICAL requirements
- Single
- Multiple
BUSINESS requirements
- Volumes
- Order-winners & qualifiers
especially in organizations that offer a range of services that typically require differ- systems,
Volumes
ent delivery systems. Here, we will highlight several key differences between services.
- The
Order-winners
and qualifiers
role of technology in service provision
A company needs to select the delivery systems that it will use to provide the services it
sells. In part, this concerns the technical dimensions of the items involved, for example:
A restaurant will need to prepare food in line with the menus on offer and customers
requirements. It will, therefore, need the equipment and skilled staff to undertake the
food preparation involved.
A computer services bureau will need the hardware and skilled staff to enable it to
process customers information requirements.
While the need for appropriate equipment and levels of skilled staff is obvious, a suitable
mix and suitable levels further depend on the volumes of sales involved. As we saw in the
earlier example of a village baker and a large company bakery, the lower the sales levels,
the less justification there is for investing in equipment and processes to complete the
task. Figure 4.1 illustrates this point while also giving examples of the mix of equipment
and staff in a range of service businesses.
Figure 4.1 Range of operations requirements within the service delivery system
Predominant base Level of automation and people skills Examples
Cash dispensing
Automated
Ticket machines
Vending machines
Mechanized car washing
Photocopying
Technology
Dry cleaning
Monitored by unskilled/semi-skilled people
Gardening
Tree surgery
Taxi firm
Air traffic control
Computer time-sharing
Data-processing
Unskilled
Cleaning services
Security guards
Catering
People
Skilled
Vehicle maintenance
Appliance repairs
Lawyers
Professional
Management consultants
Accountants
The services to be processed by the operations system are different not only in themselves
(for example, fast-food and high-quality restaurants provide a different service and product
mix, as illustrated in Figure 1.9), but also in terms of the nature of what is involved. The key
dimensions that make up these differences are listed below and illustrated in Figure 4.2.
Understanding
The complexity of thehow
serviceservices
to be provided
(that is, the number of steps to complete it)
differ
What is processed in the delivery system customers, customer surrogates, products,
information or some combination of these.
Figure 4.2 The nature of service-processing
Nature of the service
Examples
Customers
Customer surrogates
Products
mix, as illustrated in Figure 1.9), but also in terms of the nature of what is involved. The key
Retail outlets and vehicle purchases
dimensions that make up these differences are listed below and illustrated in Figure 4.2.
Information
Mortgage
applications,
insurance
claims
and to
taxcomplete
advice it)
The complexity of the
service to
be provided (that
is, the number
of steps
What is processed in the delivery system customers, customer surrogates, products,
information or some combination of these.
Categorizing services
Categorizing services
The key dimensions that help to classify services are provided in Figure 4.3. This shows
High
Management consultants
Interior designer
s
PROFESSIONA
L
SERVICES
Service variety
Law firms
Management consultants
SERVICE
SHOPS
Architects
SHOPS
Service variety
Architec
tsdesigners
Interior
Law firms
Electronic equipment
SERVICE
repairs
Internal decorating
Electronic equipment repairs
Internal
decorating
Hospitals
Hospitals
Dentists
Dentists
MASS
MASS
SERVICES
SERVICES
cheque
services:
Financial
cheque
services:
Financial
processing
voucher
andand
processing
voucher
Retail banking
Retail banking
Supermarkets
Low
Low
Supermarkets
Low
High
Volumes
Low
High
Volumes
Overall design
Agreed markets
Relevant
Figure
4.4
Elements
within
service
delivery
system design
(including volume
order-winners
implications)
and qualifiers to
retainRelevant
and grow
Agreed markets
(including volume
order-winners
market
share
implications)
and qualifiers to
retain and grow
market share
Service mix
and design
specifications
Service mix
and design
specifications
Service
delivery
Service delivery
system
system
Customers
expectations
Customers
expectations
Customers
perceptions
Customers
perceptions
Failure,
with recovery
Service
encounter
Operations
standards
Service
Service
encounter
experience
Successful
Service
experience
Operations
performance
Failure,
no recovery
Operations
standards
Operations
performance
Customer
retention rate
Failure,
Figure 4.5 Repurchase intentions of Successful
dissatisfied customers
with recovery
Level of service recovery
Minor
19
46
Complaint resolved
54
70
Failure,
no recovery
retention82rate
95
Designing the detail of a service delivery system involves two principal phases:
Phase 1 addressing the issue of the delivery as a whole. This includes decisions
about how and where a system will deliver the service and the point of customer
interface.
Phase 2 the design of the delivery system itself.
115
Minor
19
46
Complaint resolved
54
70
82
95
Designing the detail of a service delivery system involves two principal phases:
Phase 1 addressing the issue of the delivery as a whole. This includes decisions
about how and where a system will deliver the service and the point of customer
interface.
Phase 2 the design of the delivery system itself.
Essential Operations Management Delivering Services
115
FRONT OFFICE
FACILITIES represent organisation
Easier to manage QUEUE lengths
Involve CUSTOMERS in delivery
Wider STAFF ROLES
DELIVERY SYSTEM
Number of STEPS
- Single vs Multiple
Waiting
room 1
Dental room 3
Hygienist
Waiting
room 2
Stairs
Stairs
4
1
a
d
Reception
Dental room 2
Dental room 5
Dental room 4
Dental room 1
Store
room
5 e
Entrance/Exit
Patient As movements
Patient Bs movements
1 To reception
a To reception
2 Wait
b Wait
5 Depart
e Depart
Other factors
services
ENHANCING
IT-based service delivery system designs
of designing
IT indelivery
service
delivery
UseWhen
systems, many
organizations have used developments in IT to
rethink approaches. Such developments have not only reduced costs and lead-times
within systems and procedures,
but also enabled organizations
to redesign
many of
participation
in service
delivery
CUSTOMER
these delivery systems, as the following examples illustrate.
126
complete the selection, application and payment parts of the procedure, with the business providing fast delivery once the transaction is fed into the service system.
Financial services provide a growing range of products through self-service delivery
systems from ATMs, general banking, insurance, mortgages and personal loans.
The reasons for the growth in these sectors vary; Figure 4.9 summarises some factors
that
relate factors
to their success, while Case 4.6 provides an illustration.
Other
Figure 4.9 Success factors of self-service approaches
Success
factors
Faster service
Lower price
Improved product
quality
Increased product
variety
More convenient
More customer
control within
the delivery system
Delivering services
Different approaches to serving customers
Hospital
Insurance company
131
Delivering services
Different approaches to serving customers
Question
Answer
SALLYS
approach
BOBS
approach
POINTS
highlighted
Critical reflections
Service DELIVERY SYSTEMS must be:
- ALIGNED to its market ORDER-WINNERS and
QUALIFIERS
- REFLECT its internal BUSINESS requirements
- INCORPORATE IT and other DEVELOPMENT
opportunities
What underpins the drive to develop delivery systems that meet the needs of customers
is the impact they have on market share, retention and growth. Online retailers estimate
that there is no overall profit on transactions until a customer has returned three or even
four times. Similarly, as Figure 4.11 shows, keeping customers grows profit. Aligning
delivery systems to markets is, therefore, a key task and requires a sound corporate
understanding of what is needed and how systems are to be developed.
Critical reflections
Sector
Car servicing
100
140
280
350
350
Credit cards
100
250
283
290
309
Distribution
100
220
270
320
373
Summary
A key decision for any company is how to deliver its services in order to meet both the
needs of its customers and the objectives of the business.
Factors that must be taken into account are divided into the technical requirement
(what the service specification comprises) and the business requirement (the orderwinners and qualifiers for the chosen market). Together, these requirements form the
service offering, which is experienced by the customer.
Decisions about service delivery system design are influenced by the distinctive characteristics of the service and the features of the overall and detailed service delivery
system design.
Summary
The impact of IT and other developments on design alternatives has been described
in the chapter, and examples have been provided to illustrate the continued impact on
service delivery.
Finally,
the other issues
to bedistinctive
considered in CHARACTERISTICS
delivering services were explained, with
have
Services
examples.
Studyactivities
Service delivery systems must SUPPORT
- questions
Technical and business requirements
Discussion
1 Choose
a service companyrequirements
that uses at least two of the delivery systems detailed in
TECHNICAL
this chapter. Explain why a company would have made such choices.
2 Based on Figure 4.2, identify an organization that illustrates one of the examples given
for each
of the four types
(customers, customer surrogates, products and informarequirements
BUSINESS
tion). Then provide an overview (two or three lines) to show what is processed (for
- Volumes and market order-winners and qualifiers
example, customer and information).
3 Why is queuing often an integral part of a service system design?
4 For a service company of your choice explain:
The service delivery system design
How the company could reduce queues within the system.
5 Review the data in Figures 4.5 and 4.11. Why do the results seem to make sense?
Revision questions
1 The service delivery system design will reflect:
a) The complexity of the service being delivered
b) The business and technical requirements that
have to be met
c) Both a) and b)
Revision questions
2 Which of the following are distinctive characteristics of
services :
a) Produced and consumed separately, so its
possible to store them
b) Customers do not form part of the delivery
system
c) Intangible in nature, so customers cant see, feel,
inspect or test them before purchasing them
Revision questions
3 An example of an automated service is:
a) Dry-cleaning
b) Cash dispensing
c) Word processing
Revision questions
4 The key dimensions that help classify services into
professional services, service shops and mass
services categories are:
a) Volume
b) Service variety
c) Both a) and b)
Revision questions
5 The front office tasks are conducted:
a) In the presence of and involving the customer
b) Away from and not involving the customer
c) Both a) and b)
Revision questions
6 An advantage of completing work in the back office
is:
a) Processing volumes are lower
b) They are easier to schedule
c) The customer can process some of the activities
Revision questions
7 Which of the following statements is true:
a) Retention rates are higher for customers having
no problems during service delivery
b) Retention rates are higher for customers having
problems that are solved during service delivery
c) Retention rates are not affected by whether a
customer experiences a problem during service
delivery